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There is a growing mismatch between the skill demands of the industry and the offerings of academia. One way of reducing this mismatch is by improving collaborations between practitioners and instructors using web-networking platforms. However, it is important to understand practitioners’ considerations while collaborating with instructors. Therefore, this study identified these considerations in order to infer inputs for the design of the graphical user interface (GUI) of a web-based platform for connecting instructors and practitioners.

A mixed method was adopted through a survey and focus group. A survey was used to capture practitioners’ considerations while collaborating with instructors for student development, and a focus group helped uncover an in-depth understanding of the study phenomena. The data were analyzed using descriptive and inferential statistics and thematic analysis.

The results show the willingness of practitioners to collaborate with instructors for student development, the ways by which practitioners are willing to meet instructors' course-support needs and their considerations in deciding to do so. Slight differences were observed between the results of the survey and the focus group regarding the ranking of the practitioners’ considerations. The study highlighted demographic differences in practitioners’ considerations when deciding on meeting instructors' course-support needs. The results provide a basis to deduce the GUI inputs of web-networking platforms for connecting instructors and practitioners.

This study revealed practitioners’ design needs and GUI inputs to facilitate the design of web-networking platforms for connecting instructors and practitioners. This study also contributes to user interface design principles, theories on individual differences and practitioners’ involvement in student professional development.

This chapter explores the attributes that made Mary Kay Ash a global success – attributes that helped her build a global cosmetics empire at a time when strong, successful female entrepreneurs were almost unheard of. Mary Kay’s can-do spirit led her to create a company that enriched – and continues to enrich – millions of women’s lives around the globe. Her example, her teachings, her legacy live on today, and that legacy has inspired countless entrepreneurs, leaders, and business students. The qualities she exhibited remain an important part of Mary Kay’s legacy: imagination, passion, determination, integrity, courage, and compassion. Although those qualities were innate in Mary Kay, they resonate today as guidelines for others to follow in shaping their own careers – or their own empires. Mary Kay’s path was never easy, but she met every challenge she faced with grit and determination. Because she shaped her own path against all odds in a way that was uniquely her own, those who study her methods today can benefit from the examples she set, and her footsteps can lead others on their way to a rich, rewarding future.

My early life was punctuated by turning points and transformations that gradually led to a surprising and late-blooming academic career – my first “real” sociology position began when I was 44. Here I trace six different trajectories of scholarly work which have compelled me: feminist women's health and technoscience studies; social worlds/arenas and the disciplinary emergence of reproductive sciences; the sociology of work and scientific practices; biomedicalization studies; grounded theory and situational analysis as qualitative research methods; and symbolic interaction-ists and -isms. I have circled back across them multiple times. Instead of seeing a beautifully folded origami of a life, it feels more like a crumpled wad of newspapers from various times. Upon opening and holding them up to the light in different ways, stories may be slowly discerned. I try to capture here some of the sweetness and fragility of these moments toward the end of an initially stuttering but later wondrously gratifying career.

This chapter deconstructs the carefully crafted marketing rollout of the US-based Women's National Basketball Association (WNBA) in 1997, which was presented as the biggest launch in women's sports history. Through a textual and rhetorical analysis, this chapter argues that the WNBA and its corporate partners – through the bundling of distribution channels, sponsorships, and advertising strategies – created three distinct, and at times ideologically conflicting, images of the league: the WNBA as valid capitalistic enterprise, the WNBA as a masculine validation of female athleticism, and the WNBA as a symbolic moment in the political struggle of women for equality. Yet, while this initial, fractured marketing of the league provided a space for cultivating a challenge to dominant gender politics, this space was ultimately restricted to white, heterosexual conceptions of women as the league's array of marketing strategies were unified in reproducing regressive representations of race and sexuality that animate contemporary US sports. However, in institutionally maintaining this narrow, limited space for challenge and protest against inequality, the WNBA nonetheless sanctioned the league as one where players could still fight against injustice. Ultimately, this space would provide a platform for WNBA athletes to enact pioneering challenges against police brutality and racial injustice that would contradict the league's strategic aims.

This study examines the performance of 36 teams of MBA students (N=147) in an outdoor challenge training (OCT) initiative. Results indicate that teamwork attitudes collected before the OCT are positively associated with team support, potency, intentions to remain in the team, and team survival. However, team performance in the initiative was not related to any of the team viability constructs.

This paper introduces intersectional situatedness to develop inclusive analyses of leadership. Intersectional situatedness recognises the contextual and situated nature of experiences and their interaction with socially constructed categories of difference.

The paper draws on memory work by three feminist academics who situate their understandings and experiences of leadership as part of socio-historical contexts.

Understandings and experiences of leadership are multifaceted and benefit from being examined in their intersectional situatedness. This way, the simultaneity of visible and invisible disadvantage and privilege, which accumulate, shift and get reconfigured across the life course and are based on particular intersectional identity invocations, can be integrated into narratives about leadership.

Interrogating gender-in-leadership adopting an intersectional situatedness helps to advance the field by embedding the recognition, problematisation and theorisation of situated difference as critical to understand leadership, its meaning and its practice in management and organisations.

In embedding intersectional situatedness in the analysis of leadership, more inclusive understandings of leadership are qualified that recognise differences positively and support changing the narratives around the meaning of “leader” and “good leadership”.

Intersectional situatedness helps to identify tangible ways to see how inequalities impact women’s career progression to leadership and enable more nuanced conversations about privilege and disadvantage to advance feminist social justice agendas.

The paper reveals the narrow and restricted understandings of leadership and how this influences who is regarded as a legitimate leader. In addition, it adopts a methodology that is not commonly used in gender-in-leadership research.

It takes more than a computer, hard disk, diskettes, display, keyboard, and software to make a fully productive computer system. In this article, the author discusses the finishing touches: some of the peripherals (excluding printers) that you will want to consider for your new or existing personal computer. You might even consider the “ultimate peripheral,” a portable computer. The second section of this article divides portable computers into their basic categories, discusses the premium you pay for portability, and notes the greater importance of vendor survival for portable computers. The first quarter of 1993 seemed unusually rich in noteworthy articles in PC magazines. That may be at least partially because PC Sources has increased its editorial scope and partially because the author is now including several Windows‐specific magazines (one new) in the mix.

Although getting along with people is just as important to being a good manager as being able to get the job done, according to the current stereotype the ideal manager is task‐oriented rather than person‐oriented. Here the importance of feminine qualities and interpersonal skills for managerial effectiveness are discussed. Interviews with 30 women managers illustrate the fact that women can approach management with a “masculine” (task‐oriented), “feminine” (people‐oriented), or an “androgynous” style which combines the two. The androgynous style is the one most likely to be successful.